A STUDY ON THE CHANGE MANAGEMENT IN MRF LTD

TABLE OF CONTENTS

S.No 1 2 3 4 5 6 7 8 9 10

CONTENTS

PAGE NUMBER

Acknowledgement List of tables List of diagrams Introduction, objectives, need for study, scope and limitation of the study. Review of literature Research methodology Data analysis and interpretation

Summary, findings, conclusions and suggestions Bibliography Appendix

LIST OF TABLES

S.NO 1 2 3 4 5 6 7

PARTICULARS Distribution of Respondents by their Age. Distribution of Respondents by their Sex. Distribution of Respondents by their marital status Distribution of Respondents by their Department Distribution of Respondents by their Designation. Distribution qualification. Distribution of Respondents by their Experience Respondents response to the statement, Both extrinsic of Respondents by their educational

PAGE NUMBER

(outside environment) and intrinsic (within organization) factors lead to change management Respondents response helps in to the statement, clear Change goals and

Management

achieving

accomplishing tasks Respondents 10 response to the statement, change

management occurs at both organizational level and individual levels. Respondents response to the statement, Change

11

management is an opportunity to explore new ideas / concepts. Respondents response to the statement, Change

12

management is based on redefining and reinterpreting existing norms Respondents response promotes to the statement, culture Change in the

13

management organization.

better

work

Respondents response to the statement, I feel that 14 resistance to change can be overcome by motivational factors. Respondents response to the statement, Suggestions and 15 feedback by the employees are vital for implementing change in the organization. Respondents response to the statement, Change

LIST OF DIAGRAMS

S.NO.

PARTICULARS

PAGE NUMBER

1 2 3 4 5

Respondents by Age Respondents by Department Respondents by Designation Respondents by Educational qualification Diagram showing Both extrinsic and intrinsic (within organization) factors

Diagram showing Change Management helps in achieving clear goals Diagram showing change management occurs at both organizational level and individual levels Diagram showing Change management is an opportunity to explore new ideas Diagram showing Change management is based on redefining and reinterpreting existing norms Diagram showing Change management promotes

10

better work culture

11

Diagram showing resistance to change can be overcome by motivational factors

12

Diagram showing feedback by the employees are vital for implementing change Diagram showing Change management helps in achieving the desired business outcome Diagram showing Change Management must be integrated with all aspects of the organization Diagram showing Influence of other colleagues and superiors helped to overcome resistance to change Diagram showing good communication is a technique to attract people towards change Diagram showing rewards and recognition are vital for managing change Diagram showing Training and participation of employees helps in improvising change management Diagram showing quality circles helps in change management Diagram showing Change management helps in increasing profits Diagram showing Change management helps in saving time and reducing wastage Diagram showing Change management leads to better performance

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INTRODUCTION
Change management is the process of developing a planned approach to change in an organization. It is about modifying or transforming organizations in order to improve their effectiveness. Change Management includes effective management of new methods and systems in an ongoing organization.

Change has a considerable psychological impact on the human mind. To the fearful, it is threatening because it means that things may get worse. To the hopeful it is encouraging because things may get better. To the confident it is inspiring because the challenge exists to make things better. There is no smoke without fire; similarly changes do not occur on their own. Changes may or may not occur suddenly. In most cases, change is often an outbreak of long-continued issue or crisis or insufficiency in an organization. There several change producing agents in an organization. Some of the most predominant ones are,

Economic deficiency Performance gaps Decline in profitability Technology push Government policies and Industrial laws Business competition

Most organizations suffer from one or many of these maladies, which hamper the smooth functioning of the organization, resulting in a sudden halt or stunning differences between the different sections of the same organization. Poor change management can result in,

Closure of the business Fractured organization Bruised industrial relations Dull work culture Weak production and outputs

THREE PHASES OF CHANGE STRATEGY a) Definition phase

Problem specification Formulation of success criteria Identification of performance indicators

b) Evaluation phase

Generate the options Selection of appropriate techniques

c) Implementation phase

Development of implementation strategies Consolidation

Managers, leaders have to be aware of change and take active role in anticipating, planning, facilitating and implementing organizational change through effective change management strategies. Competencies in managing change can help them to be more effective in moving the organization from the present towards the future

INDUSTRY PROFILE
The origin of the Indian Tyre Industry dates back to 1926 when Dunlop Rubber Limited set up the first tyre company in West Bengal. MRF followed suit in 1946. Since then, the Indian tyre industry has grown rapidly.

Transportation industry and tyre industry go hand in hand as the two are interdependent. Transportation industry has experienced 10% growth rate year after year with an absolute level of 870 billion ton freight. The demand for tyres can be classified in terms of: 1. Type : Bus and Truck; Scooter; Motorcycle; Passenger Car 2. Market : OEM; Replacement; Export

TYRES BY TYPE

The Indian tyre industry produces the complete range of tyres required by the Indian automotive industry, except for aero tyres and some specialized tyres. Domestic manufacturers produce tyres for trucks, buses, passenger cars, jeeps, light trucks, tractors etc.

TYRE DEMAND BY MARKETS

The demand from the OEM segment is a derived one and directly correlated to the level of automotive production. The OEMs demand varies significantly across categories from between 8% for truck and bus tyres to over 50% for some other segments like, jeeps and mopeds. The replacement market, including State transport undertakings and Government buying, accounted for around 59% of the total tyre demand in FY2003. The demand in the replacement market depends on the vehicle population, the level of economic activity, life of the products transported, kilometreage per vehicle, the price of the tyres and the quality of the existing road infrastructure. Additionally, the replacement market, which offers better margins, is extremely competitive.

The Indian tyre industry produces the complete range of tyres required by the Indian automotive industry, except for aero tyres and some specialised tyres. Domestic manufacturers produce tyres for trucks, buses, passenger cars, jeeps, light trucks, tractors (front, rear and trailer), animal drawn vehicles, scooters, motorcycles, mopeds, bicycles and off-the-road vehicles and special defence vehicles. The tyre industry continues to be driven by good demand growth, propelled by sustained uptrend in demand and sales of automobiles in general, and commercial vehicles and passenger cars in particular. However, this does not get translated into improved margins for the industry, as it is witnessing sustained rise in prices of raw materials like natural rubber. The level of economic activity, performance of domestic automotive industry, and the faring of the transport sector directly influence the performance of the tyre industry in India. The prospects of tyre exports from India appear healthy, following efforts by Indian companies to increasingly enter into outsourcing agreements with tyre producers in Southeast Asia, Eastern Europe and Latin America. Overall, tyre manufacturers are likely to tap the export market in an effort to boost sales. The increasing exports of bus and truck tyres from India to developing countries is because of the fact that developing countries are unable to source them from developed countries as these are no more produced there. Tyre imports are unlikely to pose a threat to the domestic industry, given that domestic prices are lower than international tyre prices.

COMPANY PROFILE
Madras Rubber Factory, popularly known as MRF, is a major tyre manufacturing company located in Chennai, Tamil Nadu, and India. MRF is mainly involved in making vehicle tyres. It is India's largest tyre manufacturing company, and among the dozen largest worldwide. It exports to more than 65 countries. HISTORY A young entrepreneur, K.M.Mammen Mappillai, opened a small toy balloon manufacturing unit in a shed at Tiruvottiyur, Madras (now Chennai).Although the factory was just a small shed without any machines, a variety of products, ranging from balloons and latex-cast squeaking toys to industrial gloves and contraceptives, were produced. During this time, MRF established its first office at 334, Thambu Chetty Street, Madras (now Chennai), Tamil Nadu, India. MRF ventured into the manufacture of tread rubber. And with that, the first machine, a rubber mill, was installed at the factory. This step into tread-rubber manufacture, was later to catapult MRF into a league that few had imagined possible.MRF soon became the only Indianowned unit to manufacture the superior extruded, non-blooming and cushion-backed tread-rubber, enabling it to compete with the MNC's operating in India at that time. The quality of the product manufactured was of such a high standard that by the close of 1956, MRF had become the market leader with a 50% share of the tread-rubber market in India. So effective was MRF's hold on the market, that the large multinationals had no other option but to withdraw from the tread rubber business in India.

PRESENT It is also involved in a range of other activities via subsidiaries. Funskool India, a Joint venture between Hasbro and MRF, is a major toy manufacturing company in the country. MRF Pretreads offers world class procured tyre retreading service, and MRF Muscleflex is involved in making conveyor belts. It is presently under the leadership of Vinoo Mammen, son of the late K.M.Mammen Mappillai. SPORTS MRF has been involved in the development of cricket through its sponsorship of many cricketers and MRF Pace Foundation. At one point of time, MRF was the bat sponsor of worldclass batsmen including Brian Lara, Sachin Tendulkar, and former Australian captain Steve Waugh. After Waugh's and Lara's retirement from international cricket, on 4th September 2009, MRF's contract with Sachin Tendulkar too expired. Sachin now uses Adidas bats, and MRF are currently sponsoring Gautam Gambhir and Rohit Sharma two other members of the Indian cricket team. At IPL 2010, MRF got the charge of the moored balloon floating above the cricket grounds. It contained a high-definition camera recording live actions of the cricket match.

OBJECTIVE OF THE STUDY

PRIMARY OBJECTIVES

To study the perceptions of the employees towards Change Management.

To study awareness level among employees about Change Management.

SECONDARY OBJECTIVES
To study the employees opinion towards Change Management. To understand the respondents views on the factors contributing to the process of change

management and to study the impact due to Change Management.

NEED OF THE STUDY

The need of the study is to create much more awareness among employees towards Change management.

This study helps to know the drawback and important suggestions of the employee.

SCOPE OF THE STUDY

This project helps to understand employees views towards change management. This study also helps in manipulating the basic expectation of the employees. Suggestion or recommendation of this project will help the company to achieve its human resource objectives
This study aimed at knowing the satisfactory level of the workers regards the change

management

REVIEW OF LITERATURE:

DEFINITIONS According to W. Warner Burke and Warren H. Schmidt, enunciate organizational change as modifying some part of the organizational structure or implementing a new work process for the people. Tim Creasy defines Change management is the process, tools and techniques to manage the people side of business change to achieve the required business outcome and to realize that business change effectively within the social infrastructure of the work place.

Peter Drucker - In turbulent times, managers cannot assume that tomorrow will be an extension of today. On the contrary, they must manage change, (both) as an opportunity and a threat. The momentum of change continues to build. If the organization is not prepared for ongoing change then the possibility of being overwhelmed and left for dead by the Superhighway of life!. The predictors of business and economic trends report this dramatic metaphor constantly. With technology and Globalization of trade driving these trends, we must learn to adapt, gracefully, to this change or be playing the very difficult role of catch-up. Galbraith has defined change management is the process of adjusting the organization to changes in the environment. Organizational change management is defined as the process of controlling changes to the infrastructure or any aspect of services in a controlled manner, enabling approved changes with minimum disruption. Organizational change must be planned, monitored and controlled throughout its lifecycle, with completion occurring on full implementation and evaluation. An interesting feature of the growing focus on change and ways of managing it is the implication that change is somehow a phenomenon that presents an unprecedented challenge. It is in the nature of organizations that they change over time and therefore managers must by definition be making attempts to manage change, albeit well or badly. Whether or not organizations are facing greater pressures to change today than in earlier times is debatable. It is certain, however, that todays organizations face quite specific challenges. Typically, the concept of change management is in regard to organization-wide change, as opposed to smaller changes such as adding a new person, modifying a program, etc. Examples might include a change in mission, restructuring operations (e.g., restructuring to self-managed teams, layoffs, etc.), new technologies, mergers, major collaborations, "rightsizing", new programs such as Total Quality Management, re-engineering, etc. Some experts refer to organizational

transformation. Often this term designates a fundamental and radical reorientation in the way the organization operates. SCOPE OF CHANGE MANAGEMENT There is no progress without change. The nature of the change itself keeps on changing. Linear change no longer serves the objectives of a progressive organization. The notion of slow incremental change is typically in conflict with the overriding challenges. Today, the change is fierce and ferocious. The impact of change these days is much broader and deeper than ever before in history.

NATURE OF CHANGE: The first element of change is the locus of the imperative; in some cases this is internal to the organization but often change is a response to changes in the external environment within which the organization operates. Second is the degree of compulsion for the change; government regulations may impose change to an organization whether it wishes or not, but many other changes are taken in response to, for e.g., perceived market pressures. These later may be more or less, voluntary and the outworking of the change within the organization may itself be by mutual consent or by management decree. The third element is a dichotomy that Burnes (1992) describes as either radical or incremental. Radical change relates to substantial reworking of an organizations culture and processes over a short period of time; throwing out the old ways and bringing in new. Incremental change is much more subtle and small scale; it can still mean overturning the old ways of doing things but perhaps in only a piece-meal or localized fashion and within a gradual introduction over a lengthy period of time.

OBJECTIVES OF CHANGE MANAGEMENT The objectives of change management are to implement the business changes quickly to: Minimize the impact on productivity

Avoid unnecessary turnover or loss of valued employees Eliminate any adverse impact on customers Achieve the desired business outcomes as soon as possible.

METHODS TO MAKE CHANGE: Charles Handys (1993) scheme for organizational change is: namely: - Acceptance - Indifference - Resistance Why is Organization-Wide Change Difficult to Accomplish? William Eddy, (1981) observed that those implementing change often make an assumption that the change will be accepted, whereas reality has it that change may not be as acceptable to employees as managers believe, and that employees have the power and method to avoid change if they so desire. Most people, consciously or unconsciously resist change. This is often due to general feelings of insecurity or a fear of the unknown. Failure to change can be a recipe for disaster. Create an awareness of the need for change. Select an appropriate initiating person or group. Be prepared to allow the recipients to adapt the final strategy. Accept the fact that the successful doctor gets no credit but must let the patient Employees reaction towards change management can be measured on three bases

boast of his or her sound condition.

Typically there are strong resistances to change. People are afraid of the unknown. Often its not the destination employees are concerned about, its the journey. Many people think things are already just fine and don't understand the need for change. Many are inherently cynical about change, particularly from reading about the notion of "change" as if it's a mantra. Many doubt there are effective means to accomplish major organizational change. Often there are conflicting goals in the organization, e.g., to increase resources to accomplish the change yet concurrently cut costs to remain viable. Organization-wide change often goes against the very values held dear by members in the organization, that is, the change may go against how members believe things should be done. That's why much of organizational-change literature discusses needed changes in the culture of the organization, including changes in members' values and beliefs and in the way they enact these values and beliefs. To be more specific, even when communication has been clear, emotions such as anger and fear may still create resistance to change. This is the hardest part supervising a group going through change. Plan to minimize resistance; remember, you also will not be immune to resisting change. We are all human; unfortunately our resistance tends to be greater when a change is suggested by someone else. There is a psychological barrier to be overcome when details of the change are being communicated to those affected (i.e., they may not understand because they do not want to understand). Awareness is the first step. Resistance can come from insecurity, threats to feelings of competence, comfort with old systems, and fear of learning new systems. Individuals may manifest resistance through: complaining, errors, withdrawal/apathy/absence, rigidness, or overt anger. A larger organization may see signs of resistance in increased accidents, worker's compensation claims, absenteeism, sabotage, health care claims, or reduced productivity. A NEW VIEW OF CHANGE Carolyn Nil Son conceptualizes that todays change is not necessarily related to the past. It is also not predictive of the future. It is discontinuous, demanding, among others, a flexibility of response. There appears to be no single predictable, planned approach to managing change, which can work in the future. How Organization-Wide Change Is Best Carried Out?

Successful change must involve top management, including the board and chief executive. Usually there is a champion who initially instigates the change by being visionary, persuasive and consistent. A change agent role is usually responsible to translate the vision to a realistic plan and carry out the plan. Change is usually best carried out as a team-wide effort. Communications about the change should be frequent and with all organization members. To sustain change, the structures of the organization itself should be modified, including strategic plans, policies and procedures. This change in the structures of the organization typically involves an unfreezing, change and refreezing process. This pattern was first identified by Kurt Lewin in 1951, and is still pertinent today. Before decide on any major organizational change, conduct a thorough, unbiased evaluation in the organization, its problems, needs, opportunities and threats. When it has done so ask whether the identified organizational change will address the future or find that once organizational change has been achieved the world has moved on and once again it will be playing catch up. The best approaches to address resistances are through increased and sustained communications and education. For example, the leader should meet with all managers and staff to explain reasons for the change, how it generally will be carried out and where others can go for additional information. A plan should be developed and communicated. Plans do change. That's fine, but communicate that the plan has changed and why. Forums should be held for organization members to express their ideas for the plan. They should be able to express their concerns and frustrations as well. Further, people are always committed to decisions and plans that they helped form, establishing organizational change plans is no different. The question of organizational change is central to all kinds of organizations. Organizations thrive, grow and stabilize rather than wither and decline in the way. Yet achieving change presents one of the most intransigent problems for both organizations and individuals.

Four Basic Change Management Strategies:

1. Empirical-Rational People are rational and will follow their self-interest once it is revealed to them. Change is based on the communication of information and the proffering of incentives. 2. Normative-Reductive People are social beings and will adhere to cultural norms and values. Change is based on redefining and reinterpreting existing norms and values, and developing commitments to new ones. 3. Power-Coercive People are basically compliant and will generally do what they are told or can be made to do. Change is based on the exercise of authority and the imposition of sanctions.
4.

Environmental-Adaptive People oppose loss and disruption but they adapt readily to new circumstances. Change is

based on building a new organization and gradually transferring people from the old one to the new one.

Target Population. Large populations argue for a mix of all four strategies, something for everyone so to speak. The Stakes. High stakes argue for a mix of all four strategies. When the stakes are high, nothing can be left to chance. The Time Frame. Short time frames argue for a power-coercive strategy. Longer time frames argue for a mix of empirical-rational, normative-reeducative, and environmental-adaptive strategies. Expertise. Having available adequate expertise at making change argues for some mix of the strategies outlined above. Not having it available argues for reliance on the power-coercive strategy. Dependency. This is a classic double-edged sword. If the organization is dependent on its people, management's ability to command or demand is limited. Conversely, if people are

dependent upon the organization, their ability to oppose or resist is limited. (Mutual dependency almost always signals a requirement for some level of negotiation.) A clear sense of mission or purpose is essential. The simpler the mission statement the better. Kick ass in the marketplace is a whole lot more meaningful than Respond to market needs with a range of products and services that have been carefully designed and developed to compare so favorably in our customers eyes with the products and services offered by our competitors that the majority of buying decisions will be made in our favor. Build a team. Lone wolves have their uses, but managing change isnt one of them. On the other hand, the right kind of lone wolf makes an excellent temporary team leader.

THE FOUR KEY FACTORS FOR SUCCESS WHEN IMPLEMENTING CHANGE WITHIN AN ORGANIZATION ARE: Pressure for change demonstrated senior management commitment is essential. A clear, shared vision must take with everyone this is a shared agenda those benefits the whole organization Capacity for change need to provide the resources: time and finance Action and performance plan, do, check, and act and keep communication channels open. APPROACHES Classification by katz and kahn Katz and kahn present seven approaches: information, individual counselling, influence of the peer group, sensitivity training, group therapy in organisations, feedback and systematic change. 1) INFORMATION SHARING The supply of additional information has real but limited value as an measure. It can be useful in supporting others method and providing the rationale for proposed changes, and

interpreting what may be expected individuals. However, these approaches are needed to create the required motive force to change. The goal of information, basically relates to the individual and not to the organisation.

2) INDIVIDUAL COUNSELLING AND THERAPY This approach removes the limitations of merely providing information and brings about individual change at a deeper level. The creation of new insights can bring deeper and more lasting changes in attitudes and, thus generate tendencies toward changed behaviour. However, the goal of such change is still the individual and the conversation of the new insights.

3) INFLUENCE OF THE PEER GROUP Peers exert considerable impact on individual behaviour and, thus a process of change effectively initiated in a peer group is likely to be self- energizing and self- reinforcing. However if the peer group consists of strangers without a common organizational affiliation, the approach remains limited like individual counselling. Again, where the peer group is taken untouched from the organisation, it is hampered in its change efforts by the role and authority structure which distinguish it in organisations.

4) SENSITIVITY TRAINING This approach represents an extension of the peer group approach to the individual. Here, the focus of change is still on the individual, although recently attempts have been made to adapt individual change to the organizational context.

5) GROUP THERAPY IN ORGANISATIONS This represents an original and crucial mixture of individual therapy and social psychology of organisations. Despite its several significant results , it is limited, insofar as it assumes that

organizational conflicts are the main manifestation of individual characteristics and neuroses largely unrecognized by the individual.

6) FEEDBACK PROCESS This approach has stemmed from the efforts of the management to make survey research findings more applicable to the organisation. It incorporates a well-defined procedure, which depends upon the discussion of relevant results by organizational groups, each consisting of the superior and his immediate subordinates. The organisation-wide application feedback starts right from the top, with the president and operate through the hierarchy of organizational group down to the bottom, in that order. The goals of this effective approach are personal and role relations within the organizational group.

7) SYSTEMATIC CHANGE This is considered highly powerful in changing human organisations. It necessitates the direct manipulation of organizational variables. For instance, attempts may be made to change the entire hierarchical distribution of the decision-making power in the organisation. A Recent Study Identified the Problems That A Majority Of Firms Experienced: - Change took more time than allocated - Unforeseen problems surfaced - Coordination of implementation activities was ineffective - Competing crises distracted attention - Insufficient capabilities and skills of those involved in the implementation - Inadequate training was given - Uncontrollable external factors had a major adverse impact (eg. Competitive, government, economic) - Inadequate support for change Failure to define expectations and goals clearly .

Tactical Implementation Steps Those involved with change search for a checklist to overcome the problems but there is no one best way to implement change; yet we can learn from the experiences of others. Jick suggests a tentative list of suggestions includes: -Analyze the organization and its need for change: look at the company's history of changes (successes and failures), patterns of resistance; analyze the forces for and against change (Force field analysis) -Create a shared vision and common direction: this should reflect the values of the company; the vision should include the rationale, the benefits, personal ramifications -Develop a non-threatening and preferably participative implementation process: skillfully present plans, make information readily available; explain the benefits for end users; start small and simple; go for quick wins; publicize -Successes -Separate from the past: -Create a sense of urgency -Support a strong leader role: the change advocate role is critical to create a vision, motivate employees to embrace that vision and craft a structure to reward those who strive toward realization of the vision -Line up political sponsorship: broad based support is important (both formal and informal support); identify target individuals and groups whose support is needed; define the critical mass of support needed; identify where each key player is on the continuum (from "no commitment", "may let it happen", "help it happen" to "make it happen" -Develop enabling structures: examples include pilot tests, off-site workshops, training programs, new reward systems, symbolic changes like redesigned work spaces -Communicate, involve people and be honest: not every change effort calls for full involvement, communication and disclosure but most do; where possible there should be meaningful dialogue that gives people a stake in the change

Using these as a systematic, comprehensive framework, executives can understand what to expect, how to manage their own personal change, and how to engage the entire organization in the process. BENEFITS OF CHANGE MANAGEMENT: A very useful framework for thinking about the change process is problem solving. Managing change is seen as a matter of moving from one state to another, specifically, from the problem state to the solved state. Diagnosis or problem analysis is generally acknowledged as essential. Goals are set and achieved at various levels and in various areas or functions. Ends and means are discussed and related to one another. Careful planning is accompanied by efforts to obtain buy-in, support, and commitment. The net effect is a transition from one state to another, in a planned, orderly fashion. The word problem carries with it connotations that some people prefer to avoid. They choose instead to use the word opportunity. From a rational, analytical perspective, a problem is nothing more than a situation requiring action but in which the required action is not known. Hence, there is a requirement to search for a solution, a course of action that will lead to the solved state. RESISTANCE TO CHANGE Introduction of change is a highly complex process. The uncertainties both real and imaginary caused by the expected change and the confusion in social equilibrium as a consequence of change, sometimes develop resistance to change. This resistance may take several forms, including constant decline in production, increase in rates of turnover, slowdowns, strikes, and so on. Even insignificant forms of such resistance can cause several troubles. WHY PEOPLE RESIST CHANGE People resist change for varied reasons. Among these are included basic fears of: Technological unemployment Downgrading Speeding up Harder work

 Retraining Making new adjustments and ties Minimized satisfaction from the new social situation Decline of skills

Besides these fears, there is an individuals personal pride and sense of worthiness. Resistance to change arises from HR problems rather than technical problem of change. Individuals tend to resist the manner in which change influences their social relationships, disturbs their role and status, and threatens their security, rather than the technical demands of the change. Numerous research studies on resistance to change and ways of minimizing such resistance have been conducted.

REDUCING RESISTANCE TO CHANGE Schermerhorn, Hunt and Obsurn identify the following general approaches to deal with resistance to change. EDUCATION AND COMMUNICATION: This can be used when people lack information or have wrong information. This approach develops willingness to help with the change. However, this is a highly time consuming approach. PARTICIPATION AND INVOLVEMENT: This approach is adopted where people have relevant information and power to resist change. It provides additional information to change planning. It also ensures peoples commitment to the change. FACILITATION AND SUPPORT: This is useful where people face resource and adjustment problems. Attempts may be made to provide socio emotional support for the difficulties of change to the people. Their complaints and problems must be actively listened to. People may be also trained in new ways. it helps in satisfying peoples resource and adjustment needs.

NEGOTIATION AND AGREEMENT: This approach is useful where people perceive that they will lose something as a result of change. Thus, the potential or actual resistors can be given incentives. To avoid blockage to change, they can be provide special benefits as trade-offs. MANIPULATION AND COOPERATION: This approach is used where other approaches do not work. It is also relevant where other approaches are highly expensive. Thus, covert attempts may be made to influence the others. Information may also be provided selectively. Attempts also geared towards consciously structuring events to ensure maximum support to change. EXPLICIT AND IMPLICIT COERCION: This approach can be useful where speed is crucial action the agent powerful. It involves application of force to get people to accept the change. The resistors can be threatened by dire consequences if they do not support the change efforts. Thus, resistance to change can be minimized but not removed altogether. Resistance to change, by itself, is neither a good nor a bad phenomenon. It may have a sound or an irrational base.

RESEARCH METHODOLOGY
RESEARCH: Research is a process in which the researcher wishes to find out the end result for a given problem and thus the solution helps in future course of action. The research has been defined as A careful investigation or enquiry especially through search for new facts in branch of knowledge RESEARCH DESIGN:

A research design indicates a plan of action to be carried out in connection with a proposed research work. Descriptive design is being adopted for this study as it helps to portray the prevalence of the phenomenon as it is. Descriptive Research Design Descriptive research is concerned with describing the characteristics of a particular individual or a group and the state of affairs as it exists at present. Descriptive research answers the questions who what where when and how.

SAMPLE DESIGN: A part of population is termed as sample. The number of units included in sample is known as, Sample size. In order to provide an equal and fair chance of selection, convenience sampling was used. SOURCE OF DATA COLLECTION: Data for the purpose of study has been collected through primary & secondary sources Primary: Survey method Secondary: 1. Data are collected from the companys website. 2. Books and journals pertaining to the topic. TOOL OF DATA COLLECTION: Questionnaire was the tool adopted for the Data collection. It refers to a device securing answers to questions by using a form, which the respondent fills by himself. The questionnaire was developed by the researcher for the purpose of the study. COMPONENTS OF THE TOOL: The questionnaire contains 27 questions. process of change management on employees. The various parameters used to assess the employees views were awareness level, opinion, impact, views on the factors contributing the

PRE-TESTING: Pretest is a means of catching and solving undetected problems in using the questionnaire especially the phrasing, meaning sequence of the question, need for additional question length etc,. Pre-testing was carried out for 10 samples. These samples were been excluded from the actual sample size.

DATA ANALYSIS AND INTERPRETATION TABLE 1

DISTRIBUTION OF RESPONDENTS BY THEIR AGE

AGE (in years) 20- 25 years 26-30 years 31-35 years TOTAL

FREQUENCY (n) 62 82 56 200

PERCENTAGE (%) 46.6 35.7 17.8 100

(SOURCE: QUESTIONNAIRE) INFERENCE:

From the table it is inferred that almost half of the respondents (46.6 per cent) fall under the category of 20-25 years, and a little more than one- third of the respondents (35.7 per cent) belong to 26-30 years of age and other respondents (17.8 per cent) belong to 13-25years.

CHART 1 DISTRIBUTION OF RESPONDENTS BY THEIR AGE

(SOURCE: TABLE 1)

TABLE 2
DISTRIBUTION OF RESPONDENTS BY THEIR SEX FREQUENCY (n) 80 120 200 PERCENTAGE (%) 43.3 56.7 100.0

SEX Male Female TOTAL

(SOURCE: QUESTIONNAIRE) INFERENCE:

The table shows that more than half of the respondents (56.7 per cent) are females and more than one-third of the respondents (43.3 per cent) are males.

CHART 2
DISTRIBUTION OF RESPONDENTS BY THEIR SEX
56.7 43.3 M ale Female

60 50 40 30 20 10 0

PERCENTAGE (%)

(SOURCE: TABLE 2)

TABLE 3 DISTRIBUTION OF RESPONDENTS BY THEIR MARITAL STATUS

FREQUENCY (n) 150 50 200 PERCENTAGE (%) 54.4 45.6 100.0

MARITAL STATUS Married Unmarried TOTAL

(SOURCE: QUESTIONNAIRE) INFERENCE:

From the table it is seen that more than half of the respondents (54.4 per cent) are married and a little more than two-fifth of the respondents (45.6 per cent) are unmarried.

100% 80% 60% 40% 20% 0% PERCENTAGE (%) Married Unmarried 54.4 45.6

(SOURCE: TABLE 3)

TABLE 4 DISTRIBUTION OF RESPONDENTS BY THEIR DEPARTMENT

DEPARTMENT Maintenance Production Quality Stores TOTAL FREQUENCY (n) 57 97 18 28 200 PERCENTAGE (%) 26.4 52.2 10.1 11.9 100.0

(SOURCE: QUESTIONNAIRE) INFERENCE:

It is very clear that more than half of the respondents (52.2 per cent) belong to the production department, whereas less than one-fifth (13.4 per cent) of the respondents belong to both design and cutting departments.

CHART 4
DISTRIBUTION OF RESPONDENTS BY THEIR DEPARTMENT

60 40 20 0

52.2

14.4

11.1 8.9

6.7 6.7

Maintenance Quality

Design

Department
(SOURCE: TABLE 4) TABLE 5

DISTRIBUTION OF RESPONDENTS BY THEIR DESIGNATION

DESIGNATION Helper Apprentice Assistant Cutter TOTAL FREQUENCY (n) 94 8 57 41 200 PERCENTAGE (%) 47.8 8.9 28.9 20.0 100.0

(SOURCE: QUESTIONNAIRE) INFERENCE:

From the above table it is very clear that more than one-third of the respondents (37.8 per cent) belong to the helper category and less than one-tenth of the respondents (6.7 per cent) belong to stitcher category.

CHART 5 DISTRIBUTION OF RESPONDENTS BY THEIR DESIGNATION

(SOURCE: TABLE 5) TABLE 6 DISTRIBUTION OF RESPONDENTS BY THEIR EDUCATION

EDUCATION Up to +2 U.G P.G Diploma TOTAL

FREQUENCY (n) 127 53 10 10 200

PERCENTAGE (%) 74.4 13.3 1.1 11.1 100.0

(SOURCE: QUESTIONNAIRE) INFERENCE:

From the table it is clear that almost three-fourth of the respondents (74.4 per cent) have had their higher secondary education. A little more than one-tenth of the respondents (13.3 per cent) have completed their under graduation and a little more than one-tenth of the respondents (11.1 per cent) are diploma holders.

CHART 6
DISTRIBUTION OF RESPONDENTS BY THEIR EDUCATION

(SOURCE: TABLE 6) TABLE 7 DISTRIBUTION OF RESPONDENTS BY THEIR EXPERIENCE

EDUCATION FREQUENCY (n) PERCENTAGE (%)

0- 5 years 5-9 years 10-14 years TOTAL

164 24 12 200 (SOURCE: QUESTIONNAIRE)

82.2 15.6 2.2 100.0

INFERENCE: The above table shows that a great majority of the respondents (82.2 per cent) have the experience of less than 5 years and more than one-tenth of the respondents (15.6 per cent) fall under the category of 5-9 years of experience in the organisation.

CHART 7 DISTRIBUTION OF RESPONDENTS BY THEIR EXPERIENCE

2.2 PERCENTAGE (%) 15.6 82.2

10-14 years 5-9 years 0- 5 years

20

40

60

80

100

(SOURCE: TABLE 7)

TABLE 8
RESPONDENTS RESPONSE TO THE STATEMENT, BOTH EXTRINSIC AND INTRINSIC FACTORS

PARTICULARS
Strongly Agree Agree Neutral Disagree Strongly Disagree INFERENCE:

NO OF RESPONDENTS
82 90 16 8 4 (SOURCE: QUESTIONNAIRE)

PERCENTAGE
41 45 8 4 2

The table shows that a very great majority of the respondents (97.8 per cent) have agreed that both extrinsic and intrinsic factors lead to change management.

CHART 8
RESPONDENTS RESPONSE TO THE STATEMENT, BOTH EXTRINSIC AND INTRINSIC FACTORS

(SOURCE: TABLE 8)

TABLE 9
CHANGE MANAGEMENT HELPS IN ACHIEVING CLEAR GOALS

PARTICULARS
Strongly Agree Agree Neutral Disagree Strongly Disagree TOTAL

NO OF RESPONDENTS
84 90 20 4 2 200

PERCENTAGE
42 45 10 2 1 100

(SOURCE: QUESTIONNAIRE) INFERENCE: From the above table it is very clear that a very great majority of the respondents (91.1 per cent) agree that change management helps in achieving goals and accomplishing tasks.

CHART 9
CHANGE MANAGEMENT HELPS IN ACHIEVING CLEAR GOALS

(SOURCE: TABLE 9)

TABLE 10 CHANGE MANAGEMENT OCCURS AT BOTH ORGANIZATION & INDIVIDUAL LEVELS PARTICULARS
Strongly Agree Agree Neutral Disagree Strongly Disagree

NO OF RESPONDENTS
58 80 46 12 4

PERCENTAGE
29 40 23 6 2

(SOURCE: QUESTIONNAIRE) INFERENCE: From the above table it is very clear that more than three-fourth of the respondents (78.9 per cent) agree that change management occurs at organizational level and individual levels.

CHART 10 CHANGE MANAGEMENT OCCURS AT BOTH ORGANIZATION & INDIVIDUAL LEVELS

(SOURCE: TABLE 10) TABLE 11

OPPORTUNITY TO EXPLORE NEW IDEAS/CONCEPTS

PARTICULARS
Strongly Agree Agree Neutral Disagree Strongly Disagree

NO OF RESPONDENTS
48 72 56 16 8 (SOURCE: QUESTIONNAIRE)

PERCENTAGE
24 36 28 8 4

INFERENCE: The above table depicts that more than three-fourth of the respondents (77.8 per cent) agree that change management is an opportunity to explore new ideas and concepts in the organization.

CHART 11 OPPORTUNITY TO EXPLORE NEW IDEAS/CONCEPTS

(SOURCE: TABLE 11)

TABLE 12 REDEFINING AND REINTERPRETING EXISTING NORMS PARTICULARS

Strongly Agree Agree Neutral Disagree Strongly Disagree

NO OF RESPONDENTS
64 80 48 6 2

PERCENTAGE
32 40 24 3 1

(SOURCE: QUESTIONNAIRE) INFERENCE: A little more than three-fourth of the respondents (76.7 per cent) are of the opinion that Change management is based on redefining and reinterpreting existing norms.

CHART 12 REDEFINING AND REINTERPRETING EXISTING NORMS

(SOURCE: TABLE 12) TABLE 13 CHANGE MANAGEMENT PROMOTES BETTER WORK CULTURE PARTICULARS
Strongly Agree Agree Neutral Disagree Strongly Disagree

NO OF RESPONDENTS
48 76 56 12 8 (SOURCE: QUESTIONNAIRE)

PERCENTAGE
24 38 28 6 4

INFERENCE: From the above table it is understood that very great majority of the respondents (92.2 per cent) have stated that change management promotes better work culture in their organization.

CHART 13 CHANGE MANAGEMENT PROMOTES BETTER WORK CULTURE

(SOURCE: TABLE 13) TABLE 14 RESISTANCE TO CHANGE CAN BE OVERCOME BY MOTIVATIONAL FACTORS PARTICULARS
Strongly Agree Agree Neutral Disagree Strongly Disagree

NO OF RESPONDENTS
64 76 40 16 4

PERCENTAGE
32 38 20 8 2

(SOURCE: QUESTIONNAIRE) INFERENCE: From the above table it is very clear that a great majority of the respondents (82.2 per cent) agree that the resistance to change can be overcome by the motivational factors.

CHART 14 RESISTANCE TO CHANGE BY MOTIVATIONAL FACTORS

(SOURCE: TABLE 14) TABLE 15

SUGGESTIONS AND FEEDBACK BY THE EMPLOYEES

PARTICULARS
Strongly Agree Agree Neutral Disagree Strongly Disagree

NO OF RESPONDENTS
48 98 40 10 4

PERCENTAGE
24 49 20 5 2

(SOURCE: QUESTIONNAIRE) INFERENCE: From the above table it is very clear that a great majority of the respondents (83.3 per cent) have stated that suggestions and feedback are vital for implementing change in the organization.

CHART 15
SUGGESTIONS AND FEEDBACK BY THE EMPLOYEES

(SOURCE: TABLE 15) TABLE 16 ACHIEVING THE DESIRED OUTCOME PARTICULARS

Strongly Agree Agree Neutral Disagree Strongly Disagree

NO OF RESPONDENTS
60 72 44 16 8 (SOURCE: QUESTIONNAIRE)

PERCENTAGE
30 36 22 8 4

INFERENCE: From the above table, we can understand that a little more than three-fourth of the respondents (77.8 per cent) have stated that change management helps them to achieve desired business outcome.

CHART 16 ACHIEVING THE DESIRED OUTCOME

(SOURCE: TABLE 16) TABLE 17 CHANGE MANAGEMENT MUST BE INTERGRATED WITH ALL ASPECTS PARTICULARS
Strongly Agree Agree Neutral Disagree Strongly Disagree

NO OF RESPONDENTS
58 68 46 24 4

PERCENTAGE
29 34 23 12 2

(SOURCE: QUESTIONNAIRE) INFERENCE: From the table it is evident that less than three-fourth of the respondents (68.9 per cent) agree that change management must be integrated with all aspects in the organization.

CHART 17

CHANGE MANAGEMENT MUST BE INTERGRATED WITH ALL ASPECTS

(SOURCE: TABLE 17) TABLE 18

INFLUENCE OF OTHER COLLEAGUES AND SUPERIORS

PARTICULARS
Strongly Agree Agree Neutral Disagree Strongly Disagree

NO OF RESPONDENTS
68 72 48 8 4

PERCENTAGE
34 36 24 4 2

(SOURCE: QUESTIONNAIRE) INFERENCE: From the above table we can see that more than three-fourth of the respondents (81.1 per cent) agreed that influence of their colleagues helped them to overcome the resistance to change.

CHART 18

INFLUENCE OF OTHER COLLEAGUES AND SUPERIORS

(SOURCE: TABLE 18) TABLE 19 GOOD COMMUNICATION AND CLEAR UNDERSTANDING PARTICULARS
Strongly Agree Agree Neutral Disagree Strongly Disagree

NO OF RESPONDENTS
54 80 58 6 2 (SOURCE: QUESTIONNAIRE)

PERCENTAGE
27 40 29 3 1

INFERENCE: From the above table it is very clear that more than three-fourth of the respondents (81.1 per cent) agree that communication and clear understanding attract people towards change.

CHART 19 GOOD COMMUNICATION AND CLEAR UNDERSTANDING

(SOURCE: TABLE 19)

TABLE 20 REWARDS AND RECOGNITION ARE MANAGING CHANGE PARTICULARS

Strongly Agree Agree Neutral Disagree Strongly Disagree

NO OF RESPONDENTS
36 40 76 36 12

PERCENTAGE
18 20 38 18 6

(SOURCE: QUESTIONNAIRE) INFERENCE: From the above table it is very clear that a great majority of the respondents (81.1 per cent) agree that reward and recognition are vital for managing change.

CHART 20 REWARDS AND RECOGNITION ARE MANAGING CHANGE

(SOURCE: TABLE 20)

TABLE 21 TRAINING AND PARTICIPTION OF EMPLOYEES PARTICULARS

Strongly Agree Agree Neutral Disagree Strongly Disagree

NO OF RESPONDENTS
64 84 28 16 8

PERCENTAGE
32 42 14 8 4

(SOURCE: QUESTIONNAIRE) INFERENCE: From the table it is very clear that less than three-fourth of the respondents (71.1 per cent) feel that training and participation improves change management in their organization.

CHART 21 TRAINING AND PARTICIPTION OF EMPLOYEES

(SOURCE: TABLE 21) TABLE 22 SMALL GOURP ACTIVITIES HELPS CHANGE MANAGEMENT PARTICULARS
Very Good Good Average Poor Very Poor

NO OF RESPONDENTS
84 66 40 8 2

PERCENTAGE
42 33 20 4 1

(SOURCE: QUESTIONNAIRE) INFERENCE: From the table it is very clear that more than three-fourth of the respondents (78.9 per cent) stated that small group activities help in change management.

CHART 22 SMALL GOURP ACTIVITIES HELPS CHANGE MANAGEMENT

(SOURCE: TABLE 22)

TABLE 23 INCREASING PROFITS & REDUCING COSTS PARTICULARS

Strongly Agree Agree Neutral Disagree Strongly Disagree

NO OF RESPONDENTS
40 64 60 24 12

PERCENTAGE
20 32 30 12 6

(SOURCE: QUESTIONNAIRE) INFERENCE: From the table it is clear that a great majority of the respondents (88.9 per cent) are of the opinion that change management helps in increasing profits and reducing costs.

CHART 23 CHANGE MANAGEMENT HELPS IN INCREASING PROFITS & REDUCING COSTS

(SOURCE: TABLE 23) TABLE 24 CHANGE MANAGEMENT HELPS IN SAVING TIME AND REDUCING WASTAGE PARTICULARS
Strongly Agree Agree Neutral Disagree Strongly Disagree

NO OF RESPONDENTS
46 60 66 16 12

PERCENTAGE
23 30 33 8 6

(SOURCE: QUESTIONNAIRE) INFERENCE: A very great majority of the respondents (93.3 per cent) agree that change management helps to save time and reducing wastages.

CHART 24 CHANGE MANAGEMENT HELPS IN SAVING TIME AND REDUCING WASTAGE

(SOURCE: TABLE 24) TABLE 25 CHANGE MANAGEMENT LEADS TO BETTER PERFORMANCE PARTICULARS
Strongly Agree Agree Neutral Disagree Strongly Disagree

NO OF RESPONDENTS
56 68 44 20 12

PERCENTAGE
28 34 22 10 6

(SOURCE: QUESTIONNAIRE) INFERENCE: From the above table it is very clear that a great majority of the respondents (86.7 per cent) have expressed that change management helps them to perform better.

CHART 25 CHANGE MANAGEMENT LEADS TO BETTER PERFORMANCE

(SOURCE: TABLE 25)

TABLE 26 CHANGE MANAGEMENT HELPS IN BRINGING ABOUT FLEXIBILITY PARTICULARS

Yes No TOTAL

NO OF RESPONDENTS
141 59 200

PERCENTAGE
67.8 32.2 100.0

(SOURCE: QUESTIONNAIRE) INFERENCE: From the table it is depicted that a little more than two-third of the respondents (67.8 per cent) have felt that change management brings flexibility in the organization.

CHART 26

CHANGE MANAGEMENT HELPS IN BRINGING ABOUT FLEXIBILITY

(SOURCE: TABLE 26) TABLE 27 CHANGE MANAGEMENT HELPS IN IVESTING IN NEW TECHNOLOGIES PARTICULARS
Yes No TOTAL

NO OF RESPONDENTS
152 48 200

PERCENTAGE
68.9 31.1 100.0

(SOURCE: QUESTIONNAIRE) INFERENCE: From the table we can see that a little more than two-third of the respondents (68.9 per cent) point out that change management helps the organization in investing new technologies, so that it can increase overall efficiency of the organization and employees.

CHART 26 CHANGE MANAGEMENT HELPS IN IVESTING IN NEW TECHNOLOGIES

(SOURCE: TABLE 27) CHI SQUARE

A chi-square test (also chi squared test or 2 test) is any statistical hypothesis test in which the sampling distribution of the test statistic is a chi-square distribution when the null hypothesis is true, or any in which this is asymptotically true, meaning that the sampling distribution (if the null hypothesis is true) can be made to approximate a chi-square distribution as closely as desired by making the sample size large enough.

TABLE 28
TABLE SHOWING CHI SQUARE ANALYSIS BETWEEN AGE AND MARITAL STATUS OF THE RESPONDENTS NULL HYPOTHESIS (Ho): There is no significant difference between age and marital status of the respondents. ALTERNATE HYPOTHESIS (H1): There is significant difference between age and marital status of the respondents.

Test Statistics Age Chi-square df Asymp. Sig. 8.000a 1 .005 Marital 50.000a 1 .000

a. 0 cells (.0%) have expected frequencies less than 5. The minimum expected cell frequency is 100.0.

INFERENCE
1. Calculated value = 8.000 a, Tabulated value =

144.800 a > Calculated value is greater than tabulated value. Null hypothesis (Ho) is rejected.
2.

There is significant difference between age and marital status of the respondents.

CHART 28
CHART SHOWING AGE AND MARITAL STATUS OF THE RESPONDENTS

TABLE 29
TABLE SHOWING CHI SQUARE ANALYSIS BETWEEN DISTRIBUTION OF RESPONDENTS BY THEIR DEPARTMENT AND DISTRIBUTION OF RESPONDENTS BY THEIR DESIGNATION

NULL HYPOTHESIS (Ho): There is no significant difference between distribution of respondents by their department and distribution of respondents by their designation. ALTERNATE HYPOTHESIS (H1): There is significant difference between distribution of respondents by their department and distribution of respondents by their designation.

Test Statistics Departments Chi-square df Asymp. Sig. 75.320

a

Designation 76.600a 3 .000

3 .000

a. 0 cells (.0%) have expected frequencies less than 5. The minimum expected cell frequency is 50.0.

INFERENCE
1. Calculated value = 75.320 a, Tabulated value =

144.800 a > Calculated value is greater than tabulated value. Null hypothesis (Ho) is rejected.
2. There is significant difference between distribution of respondents by their department and

distribution of respondents by their designation.

CHART 29
CHART SHOWING DISTRIBUTION OF RESPONDENTS BY THEIR DEPARTMENT AND DISTRIBUTION OF RESPONDENTS BY THEIR DESIGNATION

TABLE 30
TABLE SHOWING CHI SQUARE ANALYSIS BETWEEN CHANGE MANAGEMENT HELPS IN ACHIEVING CLEAR GOALS AND OPPORTUNITY TO EXPLORE NEW IDEAS/CONCEPTS

NULL HYPOTHESIS (Ho): There is no significant difference between change management achieving goals and to explore new ideas/concepts. ALTERNATE HYPOTHESIS (H1): There is significant difference between change management achieving goals and to explore new ideas/concepts.

Test Statistics Clear Goals Chi-square df Asymp. Sig. 189.400

a

Ideas 73.600a 4 .000

4 .000

a. 0 cells (.0%) have expected frequencies less than 5. The minimum expected cell frequency is 40.0.

INFERENCE
1. Calculated value = 189.400 a, Tabulated value = 9.488

189.400 a >9.488 Calculated value is greater than tabulated value. Null hypothesis (Ho) is rejected.
2. There is significant difference between change management achieving goals and to explore

new ideas/concepts.

CHART 30

CHART SHOWING CHI SQUARE ANALYSIS BETWEEN CHANGE MANAGEMENT HELPS IN ACHIEVING CLEAR GOALS AND OPPORTUNITY TO EXPLORE NEW IDEAS/CONCEPTS

KARL PEARSON CO-EFFICIENT OF CORRELATION The appropriate statistical tool for discovering and measuring the relationship and expressing it in brief formula is known as correlation. The relationship between two variables such that a change in one variable results in a positive or negative change in the other variable and also a greater change in one variable result in corresponding greater or smaller change in the other variable is known as coefficient of correlation.

TABLE 31
TABLE SHOWING KARL PEARSON CO-EFFICIENT CORRELATION BETWEEN CHANGE MANAGEMENT PROMOTES BETTER WORK CULTURE AND RESISTANCE TO CHANGE BY MOTIVATIONAL FACTORS

Correlations Better work Better work Pearson Correlation Sig. (2-tailed) N Motivational factor Pearson Correlation Sig. (2-tailed) N **. Correlation is significant at the 0.01 level (2-tailed). 200 .928** .000 200 200 1 Motivational factor .928** .000 200 1

INFERENCE
1. Calculated value = 0.928 a,. 2. There is positive correlation between change management promotes better work culture

and resistance to change by motivational factors

CHART 31
CHART SHOWING CHANGE MANAGEMENT PROMOTES BETTER WORK CULTURE AND RESISTANCE TO CHANGE BY MOTIVATIONAL FACTORS

TABLE 32
TABLE SHOWING KARL PEARSON CO-EFFICIENT BETWEEN SUGGESTIONS AND FEEDBACK BY THE EMPLOYEES ACHIEVING THE DESIRED OUTCOME

Correlations Suggestions & Feedback Suggestions & Feedback Pearson Correlation Sig. (2-tailed) N Outcomes Pearson Correlation Sig. (2-tailed) N **. Correlation is significant at the 0.01 level (2-tailed). 200 .917** .000 200 200 1 Outcomes .917** .000 200 1

INFERENCE
1. Correlation of Calculated value = 0.917 a.

There is a positive correlation between suggestions and feedback by the employees achieving the desired outcome.

CHART 32
CHART SHOWING ANALYSIS BETWEEN SUGGESTIONS AND FEEDBACK BY THE EMPLOYEES ACHIEVING THE DESIRED OUTCOME

SPEARMAN RANK CORRRELATION A statistic used as a measure of correlation in nonparametric statistics when the data are in ordinal form; a product moment correlation coefficient also known as Spearman's rho.

TABLE 33
TABLE SHOWING SPEARSMAN RANK CORRELATION CO-EFFICIENT ANALYSIS
BETWEEN GOOD COMMUNICATIONS AND CLEAR UNDERSTANDING TRAINING

AND PARTICIPATION OF EMPLOYEES NULL HYPOTHESIS (Ho): There is no significant difference between good communication and training and participation of employees. ALTERNATE HYPOTHESIS (H1): There is significant difference between good

communication and training and participation of employees.

Correlations Good comm Spearman's rho Good comm Correlation Coefficient Sig. (2-tailed) N Training Correlation Coefficient Sig. (2-tailed) N **. Correlation is significant at the 0.01 level (2-tailed). 1.000 . 200 .914
**

Training .914** .000 200 1.000 . 200

.000 200

INFERENCE
1.

Calculated value = 0.914 of employees.

2. There is a positive correlation between good communication and training and participation

CHART 33
CHART SHOWING SPEARSMAN RANK CORRELATION CO-EFFICIENT ANALYSIS
BETWEEN GOOD COMMUNICATIONS AND CLEAR UNDERSTANDING TRAINING

AND PARTICIPATION OF EMPLOYEES

TABLE 34
TABLE SHOWING SPEARSMAN RANK CORRELATION CO-EFFICIENT ANALYSIS BETWEEN INFLUENCE OF OTHER COLLEAGUES AND SUPERIORS SMALL GROUP ACTIVITIES HELPS CHANGE MANAGEMENT NULL HYPOTHESIS (Ho): There is no significant difference between influence of other colleagues and superiors small group activities helps change management. ALTERNATE HYPOTHESIS (H1): There is significant difference between influence of other colleagues and superiors small group activities helps change management.

Correlations Influence Spearman's rho Influence Correlation Coefficient Sig. (2-tailed) N Small Group Correlation Coefficient Sig. (2-tailed) N **. Correlation is significant at the 0.01 level (2-tailed). 1.000 . 200 .916
**

Small Group .916** .000 200 1.000 . 200

.000 200

INFERENCE
1.

Calculated value = 0.916 group activity helps change management.

2. There is a positive correlation between influence of other colleagues and superiors small

CHART 34
CHART SHOWING SPEARSMAN RANK CORRELATION CO-EFFICIENT ANALYSIS BETWEEN INFLUENCE OF OTHER COLLEAGUES AND SUPERIORS SMALL GROUP ACTIVITIES HELPS CHANGE MANAGEMENT

PAIRED SAMPLE TTEST

A paired (samples) t-test is used when you have two related observations (i.e., two observations per subject) and you want to see if the means on these two normally distributed interval variables differ from one another TABLE 35 TABLE SHOWING PAIRED T TEST BETWEEN CHANGE MANAGEMENT HELPS IN SAVING TIME AND REDUCING WASTAGE CHANGE MANAGEMENT LEADS TO BETTER PERFORMANCE

Paired Samples Test Paired Differences 95% Confidence Interval of the Std. Mean Pair 1 Time Performance .120 Deviation .383 Std. Error Mean .027 Difference Lower .067 Upper .173 t 4.436 df 199 Sig. (2tailed) .000

INFERENCE: (1)Calculated value=7.163, Tabulated value= 7.163> The calculated value is greater than tabulated value (2) There is significant relationship between change management helps in saving time and reducing wastage change management leads to better performance.

CHART 35 CHART SHOWING PAIRED T TEST BETWEEN CHANGE MANAGEMENT HELPS IN SAVING TIME AND REDUCING WASTAGE CHANGE MANAGEMENT LEADS TO BETTER PERFORMANCE

FINDINGS
PERSONAL PROFILE:

It was found that that the company is very keen in maintaining young and experienced employees whose age range is between 26 30 years, because the company considers both knowledge and perfection are required for effective production. The company believes that, the qualitative work can be extracted from the younger generation because they can work very quickly, as well as efficiently, when compare to others and the company also keeps maintaining the stand. (Refer Table No.: 1)

It was found that the company employs a majority of women since it is a garment factory. Work in garment fashioning involves lot of concentration, and thus women are given preference .(Refer Table No.: 2)

It was observed that more than half of the respondents (54.4 per cent) are married that the industry where men and women are employed the company prefers to employ more married employees. Since it is commonly found in lower middle class families where women get married very earlier. So the married population in this company is high. (Refer Table No.: 3)

It was found that a majority of the respondents are from the production. Thus it is understood that the company highly involves in manufacturing fabrics and designing garments which comes under production department.. Since the company has two main units of manufacturing fabrics and designing garments, lot of manpower required to meet the demands and orders. It so gives a lot of importance to production and recruit people mostly for production department. . (Refer Table No.: 4)

It was found that more than one-third of the respondents (37.8 per cent) belong to the helper category. Most of the work requires more than one person in the company. It requires a lot of assistants to do several jobs. That is why the company has recruited so many helpers to carry out its manufacturing of garments. (Refer Table No.: 5)

It was understood that more than two-third of the respondents (74.4 per cent) have had their higher secondary education. (Refer Table No.: 6)

AWARENESS LEVEL It is inferred that a very great majority of the respondents (97.8 per cent) have agreed that both extrinsic and intrinsic factors lead to change management. (Refer Table No.: 8)

A very great majority of the respondents (91.1 per cent) agree that change

management helps in achieving goals and accomplishing tasks. (Refer Table No9) More than three-fourth of the respondents (78.9 per cent) agreed that change

management, occurs at organizational level and individual level. (Refer Table No:10 ) It is inferred that more than three-fourth of the respondents (77.8 per cent) agree that change management is an opportunity to explore new ideas and concepts in the organization. (Refer Table No:11 ) It is inferred that three-fourth of the respondents (76.7 per cent) are of the opinion that Change management is based on redefining and reinterpreting existing norms. (Refer Table No:12 ) OPINION

It was understood that very great majority of the respondents (92.2 per cent) have stated that change management promotes better work culture in their organisation. (Refer Table No:13 ) It was understood that a great majority of the respondents (82.2 per cent) agree that the resistance to change can be overcome by the motivational factors. (Refer Table No:14 )

It was understood that a great majority of the respondents (83.3 per cent) have stated that suggestions and feedback are vital for implementing change in the organization. (Refer Table No:15 ) It was understood that a little more than three-fourth of the respondents (77.8 per cent) have stated that change management helps them to achieve desired business outcome. (Refer Table No:16 )

It was understood that less than three-fourth of the respondents (68.9 per cent) agree that change management must be integrated with all aspects in the organization. (Refer Table No:17 )

VIEWS

It was understood that more than three-fourth of the respondents (81.1 per cent) agreed that influence with their colleagues helped them to overcome the resistant to change. (Refer Table No:18 )

It is inferred that more than three-fourth of the respondents (81.1 per cent) agree that communication and clear understanding attract people towards change. (Refer Table No:19 )

It was understood that a great majority of the respondents (81.1 per cent) agree that reward and recognition are vital for managing change. (Refer Table No:20 )

It is inferred that less than three-fourth of the respondents (71.1 per cent) feel that training and participation improves change management in their organisation (Refer Table No:21 )

It was understood that more than three-fourth of the respondents (78.9 per cent) stated that small group activities help in change management. (Refer Table No:22 )

IMPACT

It is inferred that a great majority of the respondents (88.9 per cent) are of the opinion that change management helps in increasing profits and reducing costs. (Refer Table No:23 )

A very great majority of the respondents (93.3 per cent) agree that change management helps to save time and reducing wastages. (Refer Table No:24 )

It was understood that a majority of the respondents (86.7 per cent) have expressed that change management helps them to perform better. (Refer Table No:25 )

It is inferred that a little more than two-third of the respondents (67.8 per cent) have felt that change management brings flexibility in the organisation. (Refer Table No:26)

SUGGESTIONS

The organization can create much more awareness among employees towards

Change management. The top management can improve employees opinion towards Change management

in a positive manner as change management brings quality in the work. Change management cannot be implemented effectively unless the smooth

cooperation between employees and management. The feedback and suggestions given by the employees will help the organisation to

review the effectiveness Change management. factors. The top management must give sequential and regular training to the employees in Attracting people towards change can be easily achieved through motivational

order to avoid the resistance to change.

CONCLUSIONS

 It can be conclude that all of the respondents aged above 30 years has good awareness towards change management. However this is not statistically not significant. Thus we accept the null hypothesis there is no relationship between the age of respondents and their awareness level. (Refer Table No:28) It can be conclude that a very great majority of the respondents whose age category is above 25 years has good opinion towards change management. But it is statistically not significant. So, we accept null hypothesis there is no relationship between age and opinion of the respondents (Refer Table No: 29) It can be conclude that all of the respondents under the category of above five years of experience has found a good impact due to change management. However it is not significant statistically. Therefore we accept the null hypothesis there is no relationship between the years of experience and the impact due to change management. (Refer Table No: 30)

BIBLIOGRAPHY

Book Material

Dwivedi R. S: 1980

Human Relations and Organisational Behavior A Global New York; Vikas publishers

Perspective;

Mc Millan 1986

Change Management; New Delhi; Kalyan publishers.

Non-Book Material

1. www.change-management.com 2. www.intachange.net

QUESTIONNAIRE

Dear Respondent, I would be grateful if you could spare some of your time to respond to the following questions. Your response will be treated as confidential and would only be used for the purpose of study.

Demographic details

1. Age (in years) a) Below 25 ( ) 2. Sex 3. Marital status 4. Department 5. Designation 6. Educational qualification : : b) 25-30 ( )

: c) 31-35 ( ) d) 36-40 ( ) e) 40 and above ( )

: Male ( ) / Female ( ) : married ( ) / unmarried ( )

a) up to +2 ( )

b) U.G ( ) c) P.G ( ) d) Diploma ( ) : c) 10 - 14 d) 15 - 19 e) 20 and above

e) Others ( )

7. Experience (in years) a) Below 5 b) 5 - 9

The following statements indicate awareness level among employees with respect to change management. Indicate the option that suits your situation.

8. Both extrinsic (outside environment) and intrinsic (within organization) factors leads to change management Strongly Agree Agree Neutral Disagree Strongly disagree

9. Change Management helps in achieving clear goals and accomplishing tasks Strongly Agree Agree Neutral Disagree Strongly disagree

10. Change management occurs both at the organizational level and as well as individual level Strongly Agree Agree Neutral Disagree Strongly disagree

11. Change management is an opportunity to explore new ideas / concepts Strongly Agree Agree Neutral Disagree Strongly disagree

12. Change management is based on redefining and reinterpreting existing norms Strongly Agree Agree Neutral Disagree Strongly disagree

13. Change management promotes better work culture in the organization Strongly Agree Agree Neutral Disagree Strongly disagree

14. I feel that resistance to change can be overcome by motivational factors

 Strongly Agree

Agree

Neutral

Disagree

Strongly disagree

15. Suggestions and feedback by the employees are vital for implementing change in the organization Strongly Agree Agree Neutral Disagree Strongly disagree

16. Change Management must be integrated with all aspects of the organization Strongly Agree Agree Neutral Disagree Strongly disagree

17. Change management helps in achieving the desired business outcome Strongly Agree Agree Neutral Disagree Strongly disagree

18. Influence of other colleagues and superiors helped me to overcome my resistance to change Strongly Agree Agree Neutral Disagree Strongly disagree

19. Small group activities such as quality circles helps in change management Strongly Agree Agree Neutral Disagree Strongly disagree

20. I feel that rewards and recognition is vital for managing change Strongly Agree Agree Neutral Disagree Strongly disagree

21. Training and participation of employees helps in improvising change management Strongly Agree Agree Neutral Disagree Strongly disagree

22. I feel good communication and clear understanding of issues is a technique to attract people towards change Strongly Agree Agree Neutral Disagree Strongly disagree

23. Change management helps in increasing profits and reducing costs

 Strongly Agree

Agree

Neutral

Disagree

Strongly disagree

24. Change management helps in saving time and reducing wastage Strongly Agree Agree Neutral Disagree Strongly disagree

25. Change management leads to better performance Strongly Agree Agree Neutral Disagree Strongly disagree

26. Change management helps in bringing about flexibility within the organization Yes No

27. Change management helps in investing into new technologies, thereby increasing overall efficiency of the organization and employees Yes No